Understanding paternalistic leadership: How to work with Chinese leaders

Sposato, Martin (2019) Understanding paternalistic leadership: How to work with Chinese leaders. Development and Learning in Organizations, 33 (6) . pp. 19-21. ISSN 1477-7282 [Article] (doi:10.1108/DLO-12-2018-0169)

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The last decade, Chinese companies began to venture beyond their borders and invest internationally. Some examples include Lenovo taking over the computer division of IBM and Huawei, soon to become the largest cell phone manufacturer, expanding relentlessly. As a result, many Westerners now effectively work for Chinese organizations but often face confusion due to little understanding of Chinese culture. Paternalistic leadership (PL) is the most common leadership style in China. It is deeply embedded in Chinese traditions and customs reflecting the culture and society (Wu and Xu, 2012). This article developed from both a review of the literature on PL and 45 in-depth interviews with Chinese leaders and their subordinates (Sposato, 2016). This systematic data collection is coupled with lived experience, as the author lived, worked, and studied in China for three years. The article’s aim is to make the academic literature on PL accessible and lend a practical application through advice for those unfamiliar with PL. An explanation of leadership style and leader behaviors is offered to foster cultural understanding, before suggestions of how to behave in these circumstances.

Item Type: Article
Research Areas: A. > Business School > Leadership, Work and Organisations
Item ID: 26389
Notes on copyright: This is the accepted version of the manuscript "Understanding paternalistic leadership: How to work with Chinese leaders", forthcoming/published in the journal "Development and Learning in Organizations" available via the journal site at: https://doi.org/10.1108/dlo-12-2018-0169.
This article is © Emerald Group Publishing and permission has been granted for this version to appear here . Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
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Depositing User: Alejandro Sposato
Date Deposited: 12 Apr 2019 09:03
Last Modified: 04 Feb 2021 03:37
URI: https://eprints.mdx.ac.uk/id/eprint/26389

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